Interpretive Report · MBTI® STEP II™ INTERPRETIVE REPORT 2 ISTJ—JACK SAMPLE The MBTI®...

Myers-Briggs Type Indicator® Step IITM (Form Q) Interpretive Report Copyright 2001, 2003 by Peter B. Myers and Katharine D. Myers. All rights reserved.Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Step I, Step II, and the MBTI logo are trademarks or registered trademarks of the MBTI Trust, Inc.,

in the United States and other countries. The CPP logo is a registered trademark of CPP, Inc.

MYERS-BRIGGS TYPE INDICATOR® STEP IITM

CPP, Inc. | 800-624-1765 | www.cpp.com

Interpretive Reportby Naomi L. Quenk, Ph.D., and Jean M. Kummerow, Ph.D.

Report prepared for

JACK SAMPLEDecember 10, 2009

Interpreted byJoe Sample

XYZXYZ Ltd.

MBTI® STEP II™ INTERPRETIVE REPORT ISTJ—JACK SAMPLE2

The MBTI® Personality AssessmentThis Step II™ report is an in-depth, personalized description of your personality preferences, derived fromyour answers to the Myers-Briggs Type Indicator® (Form Q) instrument. It includes your Step I™ results(your four-letter type), along with your Step II results, which show some of the unique ways that youexpress your Step I type.

The MBTI® instrument was developed by Isabel Myers and Katharine Briggs as an application of CarlJung’s theory of psychological types. This theory suggests that we have opposite ways of gaining energy(Extraversion or Introversion), gathering or becoming aware of information (Sensing or Intuition), decidingor coming to a conclusion about that information (Thinking or Feeling), and dealing with the worldaround us (Judging or Perceiving).

! If you prefer Extraversion, you focuson the outside world to get energy throughinteracting with people and/or doing things.

! If you prefer Sensing, you notice and trustfacts, details, and present realities.

! If you prefer Thinking, you makedecisions using logical, objective analysis.

! If you prefer Judging, you tend to beorganized and orderly and to make decisionsquickly.

! If you prefer Introversion, you focus on theinner world and get energy through reflecting oninformation, ideas, and/or concepts.

! If you prefer Intuition, you attend to and trustinterrelationships, theories, and future possibilities.

! If you prefer Feeling, you make decisions tocreate harmony by applying person-centered values.

! If you prefer Perceiving, you tend to beflexible and adaptable and to keep your optionsopen as long as possible.

It is assumed that you use each of these eight parts of your personality but prefer one in each area, justas you have a natural preference for using one hand rather than the other. No preference pole is better ormore desirable than its opposite.

The MBTI instrument is not a measure of your skills or abilities in any area. Rather it is a way to help youbecome aware of your particular style and to better understand and appreciate the helpful ways thatpeople differ from one another.

YOUR REPORT CONTAINS

Your Step I™ Results

Your Step II™ Facet Results

Applying Step II™ Results to Communicating

Applying Step II™ Results to Making Decisions

Applying Step II™ Results to Managing Change

Applying Step II™ Results to Managing Conflict

How the Parts of Your Personality Work Together

Integrating Step I™ and Step II™ Information

Using Type to Gain Understanding

Overview of Your Results


Your Step I™ ResultsThe graph below and the paragraphs that follow it provide information about the personality type youreported. Each of the four preferences you indicated is shown by a bar on that side. The longer the bar,the more clearly you have expressed that preference.

(I) INTROVERSION

(N) INTUITION

(F) FEELING

(P) PERCEIVING

EXTRAVERSION (E)

SENSING (S)

THINKING (T)

JUDGING (J)

CLARITY OF PREFERENCESVeryClear Clear Moderate Slight Moderate Clear

30 25 20 15 10 5 0 5 10 15 20 25 30

VeryClear

Your type came out to be

ISTJ(Introversion, Sensing, Thinking, Judging)

ISTJs are typically dependable, realistic, and practical. They remember and use facts and want thingsclearly and logically stated. They are thorough, systematic, hard working, and careful with particularsand procedures. When they see something that needs to be done, ISTJs accept the responsibility.

They do not enter into activities impulsively, but once committed, they are hard to distract or discourage.They lend stability to projects and persevere in the face of adversity.

“On duty,” ISTJs appear sound and sensible and seem calm and composed. Even in a crisis they seldomshow their highly individual and intense inner reactions.

ISTJs’ practical judgment and respect for procedures make them come across as consistent and moderate.They assemble facts to support their evaluations and communicate the facts in an objective way. Theyseek solutions to current problems from their past experience and that of others.

ISTJs are likely to be most satisfied working in an environment that values organization and accuracy.People can count on them to notice what needs to be done and follow through in a careful, methodical,and timely manner.

DOES THIS TYPE FIT YOU?

Note the parts of the previous description that fit you and any that don’t. Your Step II results on the nextpages may help to clarify any areas that do not describe you well. If the Step I type you reported does notfit, your Step II results may help suggest a different type that is more accurate for you.


Your Step II™ Facet ResultsYour personality is complex and dynamic. The Step II tool describes some of that complexity by showing yourresults on five different parts or facets of each of the MBTI instrument’s four pairs of opposite preferencesshown below.

EXTRAVERSION (E)Initiating

ExpressiveGregarious

ActiveEnthusiastic

(I) INTROVERSIONReceivingContainedIntimateReflectiveQuiet

THINKING (T)Logical

ReasonableQuestioning

CriticalTough

(F) FEELINGEmpatheticCompassionateAccommodatingAcceptingTender

SENSING (S)ConcreteRealisticPractical

ExperientialTraditional

(N) INTUITIONAbstractImaginativeConceptualTheoreticalOriginal

JUDGING (J)Systematic

PlanfulEarly Starting

ScheduledMethodical

(P) PERCEIVINGCasualOpen-EndedPressure-PromptedSpontaneousEmergent

In reviewing your results, keep in mind that

! Each facet has two opposite poles. You are more likely to favor the pole that is on the same side asyour overall preference (an in-preference result)—for example, the Initiating pole if you preferExtraversion, or the Receiving pole if you prefer Introversion.

! For any particular facet, you might favor a pole that is opposite to your overall preference (an out-of-preference result) or show no clear preference for either pole (a midzone result).

! Knowing your preferences on these twenty facets can help you better understand your unique way ofexperiencing and expressing your type.

HOW TO READ YOUR STEP II™ RESULTS

The next few pages give you information for each set of facets. Each page has a graph of your results onthe facets. The graph gives

! Brief definitions of the MBTI Step I preferences shown.

! The names of the five facet poles associated with each MBTI preference along with three descriptivewords or phrases for each facet pole.

! A bar showing the pole you prefer or the midzone. The length of that bar shows how clearly youreported your preference for that pole. By looking at the graph, you can see whether your result on afacet is in-preference (scores of 2–5 on the same side as your preference), out-of-preference (scores of2–5 on the side opposite your preference), or in the midzone (scores of 0 or 1).

Below the graph are statements that describe the characteristics of each in-preference, out-of-preference,or midzone result. If a set of statements does not seem to fit, perhaps you would be better described bythe opposite pole or by the midzone. To understand an opposite facet pole, look at the three words orphrases that describe it on the graph.


INITIATINGSociable, congenial,

introduce people

EXPRESSIVEDemonstrative, easier to

know, self-revealing

GREGARIOUSWant to belong, broad

circle, join groups

ACTIVEInteractive, want contact,

listen and speak

ENTHUSIASTICLively, energetic,

seek spotlight

RECEIVINGReserved, low-key,are introduced

CONTAINEDControlled, harder toknow, private

INTIMATESeek intimacy, one-on-one,find individuals

REFLECTIVEOnlooker, prefer space,read and write

QUIETCalm, enjoy solitude,seek background

Out-of-Preference Midzone In-Preference

5 4 3 2 1 0 1 2 3 4 5

EXTRAVERSION (E)Directing energy toward the outer

world of people and objects

(I) INTROVERSIONDirecting energy toward the inner

world of experience and ideas

Initiating–Receiving (midzone)! Will initiate conversations in social situations with

people you already know or if your role calls for this.! Appear at ease socially in familiar situations, and

much less so in large social gatherings.

! Are willing to introduce people to each other if noone else does so, but would prefer not to.

Expressive–Contained (midzone)! Reveal personal information only after deciding

you are comfortable with people knowing thatmuch about you.

! Will discuss personal thoughts and feelings withpeople you know well.

! Keep personal thoughts and feelings to yourself inmany circumstances; as a result, some people seeyou as hard to get to know.

! Will contribute freely when you know the topicwell, even when the conversation is with strangers.

Intimate (in-preference)! Would rather relate to a few significant others

than be in a large group.! Draw sharp distinctions between friends and

acquaintances.! Seek in-depth involvement with individuals.

! Respect others’ individuality and want the samerespect in turn.

! Need to trust people before sharing much aboutyourself.

Active–Reflective (midzone)! Talk in person about personal information and

communicate technical information in writing.! Prefer to learn new subject matter through face-

to-face contact.

! Can be at ease actively participating in events orquietly observing them.

! If familiar with the subject, prefer to learn moreby reading.

Enthusiastic (out-of-preference)! Like being where the action is.! Seek some excitement if things get too quiet.! Prefer not to spend too much time alone.

! Are enthusiastic and animated when sharing whatyou know.

! Like being the center of attention in areas of expertise.! May be quite talkative and witty with familiar people.


CONCRETEExact facts, literal,

tangible

REALISTICSensible, matter-of-fact,

seek efficiency

PRACTICALPragmatic, results-

oriented, applied

EXPERIENTIALHands-on, empirical,

trust experience

TRADITIONALConventional, customary,

tried-and-true

ABSTRACTFigurative, symbolic,intangible

IMAGINATIVEResourceful, inventive,seek novelty

CONCEPTUALScholarly, idea-oriented,intellectual

THEORETICALSeek patterns, hypothetical,trust theories

ORIGINALUnconventional, different,new and unusual

In-Preference Midzone Out-of-Preference

5 4 3 2 1 0 1 2 3 4 5

(N) INTUITIONFocusing on perceiving patterns

and interrelationships

SENSING (S)Focusing on what can be

perceived by the five senses

Concrete (in-preference)! Are grounded in reality and trust the facts.! Interpret things literally.! Are cautious about making inferences.! May find it hard to see trends and link facts to

the bigger picture.

! Begin with what you know to be true, and haveall the facts in order before moving on.

! May be seen by others as resistant to change,although you may not see yourself that way.

Realistic (in-preference)! Take pride in your common sense and ability to

realistically appraise situations.! Value efficiency, practicality, and cost-effectiveness.

! Appreciate direct experiences and tangible results.! Believe that good techniques lead to good results.! Are seen as matter-of-fact and sensible.

Practical (in-preference)! Find that applying ideas is more appealing than

the ideas themselves.! Need to see an idea’s application to understand it.

! Are impatient listening to ideas if a practical use isnot the end result.

! Favor practical utility over intellectual curiosity.

Experiential (in-preference)! Learn best from direct, hands-on experience and

rely on it to guide you.! Are careful not to generalize too much.! Focus more on the past and present than the future.

! Concentrate on what is happening now ratherthan thinking about meanings and theories.

! May sometimes get stuck on details at the expenseof larger considerations.

Original (out-of-preference)! Look for what could be better, new, or different.! Like being original and different, but not so much

as to be out of the mainstream.

! Are often seen as both creative and practical.! May occasionally surprise others by going off in

new and different directions.


LOGICALImpersonal, seek impartiality,

objective analysis

REASONABLETruthful, cause-and-

effect, apply principles

QUESTIONINGPrecise, challenging,

want discussion

CRITICALSkeptical, want proof,

critique

TOUGHFirm, tough-minded,

ends-oriented

EMPATHETICPersonal, seek harmony,central values

COMPASSIONATETactful, sympathetic,loyal

ACCOMMODATINGApproving, agreeable,want harmony

ACCEPTINGTolerant, trusting,give praise

TENDERGentle, tender-hearted,means-oriented


5 4 3 2 1 0 1 2 3 4 5

THINKING (T)Basing conclusions on logical

analysis with a focus on objectivity

(F) FEELINGBasing conclusions on personal or social

values with a focus on harmony

Logical–Empathetic (midzone)! Believe the ideal way to make decisions is to consider

the logical consequences as well as people’s feelings.! Respect a dispassionate approach, but not in the

extreme.

! Appear neither coldly logical nor overly concernedwith people’s feelings.

! May experience some tension between an analyticaland a personal approach.

Reasonable (in-preference)! Use reasoning to make decisions.! Approach situations as an impartial observer.! Are confident and clear about your objectives

and decisions.

! Live your life logically, with premises leading toconclusions.

! View situations objectively and analytically.

Questioning (in-preference)! Are intellectually independent.! Use questions to clarify ideas.! Are precise in your questions, liking to zero in on

discrepancies.

! May need to have all your questions answeredbefore you can trust any conclusions.

! Are tenacious in getting the answers you need.! Feel questioning is appropriate, even if something

is already right.

Accepting (out-of-preference)! Welcome a broad range of ideas and approaches.! Appear to accept all ideas equally, not imposing

your thoughts on others.! Prefer a participative management style.

! Are modest about your own work and may bereluctant to promote it over others’ ideas.

! Are seen as open, fair, and approachable, but somepeople may be confused about what you really think.

Tough (in-preference)! Like to use intellectual and interpersonal pressure

to get your way.! Focus firmly on achieving your objective.! May assume there are no alternatives or those

available won’t work.

! Are results-oriented and comfortable focusing onthe bottom line.

! Don’t pay much attention to people’s emotionsand may be seen as cold.


SYSTEMATICOrderly, structured,

dislike diversions

PLANFULFuture-focused, advanceplanner, make firm plans

EARLY STARTINGMotivated by self-discipline,

steady progress, late start stressful

SCHEDULEDWant routine, make lists,

procedures help

METHODICALPlan specific tasks, note

subtasks, organized

CASUALRelaxed, easygoing,welcome diversions

OPEN-ENDEDPresent-focused, go with theflow, make flexible plans

PRESSURE-PROMPTEDMotivated by pressure, bursts andspurts, early start unstimulating

SPONTANEOUSWant variety, enjoy theunexpected, procedures hinder

EMERGENTPlunge in, let strategiesemerge, adaptable


5 4 3 2 1 0 1 2 3 4 5

(P) PERCEIVINGPreferring flexibility

and spontaneity

JUDGING (J)Preferring decisiveness

and closure

Systematic–Casual (midzone)! Like a general plan with some contingencies.! Find too much detail in a plan inhibiting.! Don’t mind interruptions if no agenda is in place.

! Dislike distractions when involved in a project.! Find that an advance plan permits comfortable

deviation because you can always return to the plan.

Planful–Open-Ended (midzone)! Like to plan at work and be flexible at home, or

vice versa.! May plan for a few important personal goals but

not everything.

! May go back and forth between enjoying the hereand now and planning for the future.

Pressure-Prompted (out-of-preference)! Get bored if too little is happening.! Like the variety and challenge of keeping several

activities running smoothly at the same time.

! Rather enjoy the stress of meeting deadlines.! Find that when you use your organizational skills

effectively you can successfully manage multipleactivities.

Scheduled (in-preference)! Are comfortable with routines and do not like

them upset.! Like established methods and procedures.! Prefer to control how you spend your time.

! Enjoy scheduling both work and fun activities.! Others may be more aware of your routines than

you are.! Appear rather predictable but like it that way.

Emergent (out-of-preference)! Focus on the overall goal rather than specifics.! Communicate your thinking in an organized manner

so people assume you prepared thoroughly.

! Trust that you will know what to do when the timearrives.

! Wait to see what’s right at the time, but moveforward with seeming confidence.


Applying Step II™ Results to CommunicatingAll aspects of your type influence how you communicate, especially as part of a team. Nine of the facetsare particularly relevant to communication. Your preferences for these nine facets along with tips forbetter communication appear below.

In addition to the tips in the table, keep in mind that communication for every type includes

! Telling others what kind of information you need.

! Asking others what they need.

! Monitoring your impatience when other styles dominate.

! Realizing that others likely are not trying to annoy you when they use their own communication styles.

Your FacetResult

CommunicationStyle

EnhancingCommunication

Initiating–ReceivingMidzone

Are willing to introduce peopleto one another if no one else isdoing so.

Be sensitive to the situation in decidingwhether to take an initiating or a receivingrole.

Expressive–Contained Midzone

Share some of your reactionswith others but not all of them.

Consider which people need to hear yourreactions and which people don’t.

Active–ReflectiveMidzone

Are comfortable interacting inperson or quietly observing,depending on the circumstances.

Pay attention to the style of those withwhom you’re interacting and try to matchthat style.

Enthusiastic Readily show enthusiasm for thesubject at hand.

Be careful not to overwhelm and overrideothers; make sure you ask for input.

Concrete Talk about the here-and-nowdetail.

Be open to the inferences that can arisefrom the details.

Questioning Want to ask questions. Be selective in choosing questions to ask soas not to intimidate people.

Accepting Take a naturally inclusive stancetoward a broad range of views.

Be aware that others may be frustratedby your refusal to favor one view overthe others.

Tough Embody the phrase, “Let’s get onwith it!”

Be aware that sometimes your way of movingahead may be wrong for the situation.

Emergent Communicate what to do nextwhen you are in the middle ofthe task.

Try to accommodate those who need morepieces of the task up front.


Applying Step II™ Results to Making DecisionsEffective decisions require gathering information from a variety of perspectives and applying soundmethods of evaluating that information. The Step II facets give us specific ways to enhance our decisionmaking, especially those facets related to Sensing, Intuition, Thinking, and Feeling. Below are generalquestions associated with those facets. The facet poles you prefer are in bold italics. If you are in themidzone, neither pole is italicized.

SENSING INTUITION

THINKING FEELING

Concrete: What do we know? How do we know it?

Realistic: What are the real costs?

Practical: Will it work?

Experiential: Can you show me how it works?

Traditional: Does anything really need changing?

Abstract: What else could this mean?

Imaginative: What else can we come up with?

Conceptual: What other interesting ideas are there?

Theoretical: How is it all interconnected?

Original: What is a new way to do this?

Logical: What are the pros and cons?

Reasonable: What are the logical consequences?

Questioning: But what about . . . ?

Critical: What is wrong with this?

Tough: Why aren’t we following through now?

Empathetic: What do we like and dislike?

Compassionate: What impact will this have on people?

Accommodating: How can we make everyone happy?

Accepting: What is beneficial in this?

Tender: What about the people who will be hurt?

Six different ways of evaluating information, called decision-making styles, have been identified based ontwo facets of the Thinking–Feeling dichotomy: Logical–Empathetic and Reasonable–Compassionate.

! Pay attention to the Thinking and Feeling perspectives when you consider and actually make decisions.

! Make decisions from either point of view, depending on circumstances.

! Sometimes look back on a decision as good, but sometimes regret the decision and how you made it.

! Are better off in ambiguous situations basing your decisions on logical analysis, since that is consistent withyour overall preference.

Your style is Midzone with an underlying Thinking preference.This style means that you likely

In individual problem-solving, start by askingall the questions in the boxes above.

! Pay careful attention to the answers. Thequestions that are opposite to the ones inbold italics may be key since they representperspectives you aren’t likely to consider.

! Try to balance your decision-making style byconsidering the less preferred parts of yourpersonality.

In group problem-solving, actively seek out peoplewith different views. Ask for their concerns andperspectives.

! Do a final check to make sure that all thequestions above have been asked and thatdifferent decision-making styles are included.

! If you are missing a perspective, make extraefforts to consider what it might add.

TIPS


Applying Step II™ Results to Managing ChangeChange seems to be inevitable and affects people in different ways. To help you deal with change,

! Be clear about what is changing and what is remaining the same.

! Identify what you need to know to understand the change and then seek out that information.

To help others deal with change,

! Encourage open discussion about the change; be aware that this is easier for some than others.

! Make sure that both logical reasons and personal or social values have been considered.

Your personality type also influences your style of managing change, particularly your results on the ninefacets below. Review the facets and tips for enhancing your response to change.

Your FacetResult

Change-ManagementStyle

EnhancingChange Management


Let others know some of yourviews about the change butkeep some to yourself.

Be sensitive to your need to share orwithhold your views in a particularcircumstance and act accordingly.

Intimate Discuss the changes and theirimpact on you only with thoseclosest to you.

Consider sharing feelings with selectedpeople outside your intimate circle.

Concrete May get stuck on some aspectsof change and ignore others.

Ask someone to help you move from thefacts and details to reasonable possibilities.

Realistic Focus on the commonsenseaspects of the change.

Realize that commonsense outcomes maynot be immediately apparent.

Experiential Want to see an example of howthe change will work.

Accept that the impact of some changescan’t be demonstrated in advance.

Original Embrace change for the sake ofchange.

Be selective about what changes are reallyworth pursuing.

Tough Will actively embrace or resistchange, depending on whetheryou agree with it.

Step back and consider whether your stancewill really get you what you want in thelong run.

Planful–Open-EndedMidzone

Like to know the generaldirections the changes maytake but don’t need to knowall the plans.

Pay attention to when more specifics in theplan are needed and when they are not.

Emergent Decide what is best to do nextin the moment; resist planning.

Remember—planning some steps now mayprevent problems in the future.


Applying Step II™ Results to Managing ConflictConflicts are inevitable when working with others. People of distinct personality types may differ inwhat they define as conflict, how they react to it, and how they reach resolution. Although sometimesunpleasant, conflicts often lead to improved work situations and enhanced relationships.

Part of conflict management for every type includes

! Taking care of getting the work done while maintaining your relationships with the people involved.

! Recognizing that all perspectives have something to add, but any perspective used in its extreme andto the exclusion of its opposite will ultimately impede conflict resolution.

Some aspects of conflict management may be unique to your results on six Step II facets. The table belowexplains how your results on these facets may affect your efforts to manage conflict.

Your FacetResult

Conflict-ManagementStyle

EnhancingConflict Management


Discuss the conflict and yourfeelings about it but perhaps notimmediately.

Notice the style of those you are with andattempt to match their needs to talk now orwait.

Intimate Rely on yourself or a few trustedothers in resolving the conflict.

Widen your circle to include others affected;they may have something valuable tocontribute.

Questioning Ask many questions of othersto reveal all the issues in theconflict.

Be aware that people may take yourquestioning style as challenging ratherthan helpful in resolving the issue; beclear about your intent.

Accepting Look for points of agreement inothers’ arguments and ideas.

Recognize that some things are really worthyof criticism, so don’t insist on agreement.

Tough Push to resolve the conflictimmediately so that progress canbe made.

Recognize that delays in implementationmay be necessary to reach the goal.

Pressure-Prompted Feed off the pressure of workingat the last minute so do notrecognize that conflict canemerge from this style itself.

Use your style when working alone but setearlier deadlines for yourself when othersdepend on you to complete tasks.

In addition to your facet results, your decision-making style (as explained earlier) affects how you manageconflict. Your decision-making style is Midzone Thinking. You are likely to pay attention to the logic of thesituation, the people involved, and their feelings. To make your efforts to manage conflict more effective,consider these sides but weight the logical side more heavily because you prefer Thinking overall.


How the Parts of Your Personality Work TogetherThe essence of type involves the way information is gathered (Sensing and Intuition) and how decisionsare made (Thinking and Feeling). Each type has favorite ways of doing those two things. The two middleletters of your four-letter type (S or N and T or F) show your favorite processes. Their opposites, whoseletters don’t appear in your four-letter type, are third and fourth in importance for your type.Remember—you use all parts of your personality at least some of the time.

Here’s the way it works for ISTJs:

Sensing best

Feeling third

FThinking next

T

Intuition least

N ISTJs like

S

USING YOUR FAVORITE PROCESSES

Extraverts like to use their favorite process mostly in the outer world of people and things. For balance,they use their second favorite in their inner world of ideas and impressions. Introverts tend to use theirfavorite process mostly in their inner world and to balance this with the use of their second favoriteprocess in the outer world.

Thus ISTJs use

! Sensing mainly internally to consider the facts and details they have stored in their heads.

! Thinking mainly externally to communicate their structured, logical decisions to others.

USING YOUR LESS-FAVORED PROCESSES

When you frequently use the less-preferred parts of your personality, Feeling and Intuition, remember thatyou are working outside of your natural comfort zone. You may feel awkward, tired, or frustrated at thesetimes. As an ISTJ, you may become overly focused on details at first, and then worry a great deal aboutnegative possibilities.

To bring back some balance, try the following:

! Take more breaks in your activities when you are using these less familiar parts of your personality—Feeling and Intuition.

! Make an effort to find time to do something enjoyable that involves using your favorite ways—Sensing and Thinking.


USING YOUR TYPE EFFECTIVELY

ISTJs’ preference for Sensing and Thinking makes them mostly interested in

! Acquiring and using facts and experiences.

! Reaching logical conclusions about them.

They typically devote little energy to the less-preferred parts of their personality, Intuition and Feeling.These parts may remain inexperienced and be less available for use in situations where they might behelpful.

As an ISTJ,

! If you rely too much on your Sensing, you are likely to miss the big picture, other meanings of theinformation, and new possibilities.

! If you make judgments exclusively using Thinking, you may forget to compliment people when youshould and ignore the impact of your decisions on others.

Your personality type is likely to develop in a natural way over your life. As people get older, manybecome interested in using the less familiar parts of their personality. When they are in midlife or older,ISTJs often find themselves devoting more time to things that were not very appealing when they wereyounger. For example, they report greater pleasure in considering new ways of doing things and inpersonal relationships.

HOW THE FACETS CAN HELP YOU BE MORE EFFECTIVE

Sometimes a particular situation calls for using a less-preferred part of your personality. Your facet resultscan make it easier for you to temporarily adopt a less-natural approach. Begin by identifying which facetsare relevant and which poles are more appropriate to use.

! If you are out-of-preference on one or more of the relevant facets, make sure to focus on usingapproaches and behaviors related to those out-of-preference facets.

! If you are in the midzone, decide which pole is more appropriate for the situation at hand and makesure you use approaches and behaviors related to that pole.

! If you are in-preference, ask someone at the opposite facet pole for help in using that approachor read a description of that pole to get clues for modifying your behavior. Once you have a goodapproach, resist shifting back into your comfort zone.

Here are two examples of how to apply these suggestions.

! If you are in a situation where your natural information-gathering style (Sensing) may not beappropriate, try to modify your Concrete approach (an in-preference result) by considering themeanings and implications of your factual information (Abstract).

! If you are in a situation where you might need to adapt your way of getting things done (Judging),try to modify your Scheduled approach to accomplishing tasks (an in-preference result) by askingyourself if staying open to unexpected events (Spontaneous) might lead to better results in thisparticular situation.


Integrating Step I™ and Step II™ InformationWhen you combine your Step I reported type and your Step II out-of-preference facets, the result is yourindividualized type description:

Enthusiastic,Original, Accepting,

Pressure-Prompted, Emergent

ISTJ

If, after reading all the information in this report, you don’t think you have been accurately described,perhaps a different four-letter type or some variation on the facets will fit you better. To help you figureout your best-fit type,

! Focus on any type letters you thought were incorrect or any type dichotomy on which you had someout-of-preference or midzone facet results.

! Read the type description for the type you would be if the letter or letters you question were theopposite preference.

! Consult your MBTI interpreter for suggestions.

! Observe yourself and ask others how they see you.

Using Type to Gain UnderstandingKnowledge of type can enrich your life in several ways. It can help you

! Better understand yourself. Knowing your own type helps you understand the assets and liabilities ofyour typical reactions.

! Understand others. Knowing about type helps you recognize that other people may be different. Itcan enable you to see those differences as useful and broadening, rather than annoying and restricting.

! Gain perspective. Seeing yourself and others in the context of type can help you appreciate thelegitimacy of other points of view. You can then avoid getting stuck in believing your way is theonly way. No perspective is always right or always wrong.

Reading about type and observing yourself and others from the standpoint of type will enrich yourunderstanding of personality differences and encourage constructive uses of those differences.


Overview of Your Results

YOUR FOUR-LETTER TYPE FROM THE STEP I™ INSTRUMENT

ISTJs tend to be serious, quiet, thorough, and dependable. They see to it that everything is well organizedand accurate. They are practical, orderly, matter-of-fact, logical, and realistic. ISTJs take responsibility,notice what needs to be done, and follow through steadily, regardless of protests or distractions.

YOUR RESULTS ON THE 20 FACETS FROM THE STEP II™ INSTRUMENT

INITIATING

EXPRESSIVE

GREGARIOUS

ACTIVE

ENTHUSIASTIC

RECEIVING

CONTAINED

INTIMATE

REFLECTIVE

QUIET

Midzone

5 4 3 2 1 0 1 2 3 4 5

5 4 3 2 1 0 1 2 3 4 5

E

CONCRETE

REALISTIC

PRACTICAL

EXPERIENTIAL

TRADITIONAL

ABSTRACT

IMAGINATIVE

CONCEPTUAL

THEORETICAL

ORIGINAL

LOGICAL

REASONABLE

QUESTIONING

CRITICAL

TOUGH

EMPATHETIC

COMPASSIONATE

ACCOMMODATING

ACCEPTING

TENDER

SYSTEMATIC

PLANFUL

EARLY STARTING

SCHEDULED

METHODICAL

CASUAL

OPEN-ENDED

PRESSURE-PROMPTED

SPONTANEOUS

EMERGENT

S

T

J

N

I

F

P

When you combine your Step I reported typeand your Step II out-of-preference facets, theresult is your individualized type description:

Enthusiastic,Original, Accepting,

Pressure-Prompted, Emergent

ISTJCPP, Inc.800-624-1765 | www.cpp.com© Full copyright information appears on page 1.


PREFERENCE CLARITY INDEXES FOR REPORTED TYPE:

Interpreter’s Summary

Introversion:Slight (3)

Sensing:Moderate (12)

Thinking:Slight (4)

Judging:Slight (1)

ISTJ

EXTRAVERSION (E)INITIATING

EXPRESSIVEGREGARIOUS

ACTIVEENTHUSIASTIC

SENSING (S)CONCRETEREALISTIC

PRACTICALEXPERIENTIALTRADITIONAL

THINKING (T)LOGICAL

REASONABLEQUESTIONING

CRITICALTOUGH

JUDGING (J)SYSTEMATIC

PLANFULEARLY STARTING

SCHEDULEDMETHODICAL

(I) INTROVERSIONRECEIVINGCONTAINEDINTIMATEREFLECTIVEQUIET

(N) INTUITIONABSTRACTIMAGINATIVECONCEPTUALTHEORETICALORIGINAL

(F) FEELINGEMPATHETICCOMPASSIONATEACCOMMODATINGACCEPTINGTENDER

(P) PERCEIVINGCASUALOPEN-ENDEDPRESSURE-PROMPTEDSPONTANEOUSEMERGENT

5 4 3 2 1 0 1 2 3 4 5

FACET SCORES AND THE AVERAGE RANGE OF SCORES FOR OTHER ISTJsThe bars on the graphs below show the average range of scores that occurred for the ISTJs in the national sample.The bars show scores that are –1 to +1 standard deviation from the mean. The vertical line in each bar showsISTJs’ mean score. The bold numbers show the respondent’s scores.

5 4 3 2 1 0 1 2 3 4 5

POLARITY INDEX:

The polarity index, which ranges from 0 to 100, shows the consistency of a respondent’s facet scores within a profile. Most adultsscore between 50 and 65, although higher indexes are common. An index that is below 45 means that the respondent has manyscores in or near the midzone. This may be due to mature situational use of the facet, answering the questions randomly, lack ofself-knowledge, or ambivalence about use of a facet. Some such profiles may be invalid.

Number of Omitted Responses:

60

0

Myers-Briggs Type Indicator® Step II™ (Form Q) Interpretive Report Copyright 2001, 2003by Peter B. Myers and Katharine D. Myers. All rights reserved. Myers-Briggs Type Indicator,Myers-Briggs, MBTI, Step I, Step II, and the MBTI logo are trademarks or registeredtrademarks of the MBTI Trust, Inc., in the United States and other countries. The CPPlogo is a registered trademark of CPP, Inc.

CPP, Inc.800-624-1765 | www.cpp.com

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Interpretive Report · MBTI® STEP II™ INTERPRETIVE REPORT 2 ISTJ—JACK SAMPLE The MBTI®...

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